I'm Jennifer Tennant, the person you can say the real thing to.

I started my career building learning management systems, where my fascination with how people think, grow and get in their own way really took root. From there I moved into digital product, spending years working on the behavioural side of how people interact with technology. Why they do what they do. Why they don't do what they know they should. Eventually I found myself leading delivery teams, coaching organisations through transformation, designing operating models and helping the humans in the system navigate the change. The psychology and neuroscience of how people perform under pressure, make decisions and change became less of a side interest and more of a lens I couldn't stop looking through.

It still is. Whether I'm coaching a leader one to one or facilitating a room of a hundred people, I'm asking the same underlying question: what's actually going on here, and what would help?

A crisis in my own career, the kind that made me question everything I thought I knew about myself, led me to coaching properly for the first time. Six sessions shifted something I've carried ever since. The lens widened, options I hadn't been able to see became visible, and a pattern I'd spent years treating as a flaw turned out to be one of my greatest strengths. I do this work because I want other people to have access to that kind of shift.

As a coach, I draw on a range of evidence-based methods. For the leader who knows what needs to happen but can't make themselves do it, I work with the neuroscience of motivation and goal formation: specifically how the brain's threat response hijacks intention, and how to build the cognitive conditions that make action possible. Where confidence has taken a hit or imposter syndrome has taken hold, I draw on positive psychology and strengths-based approaches, starting from what's already working rather than cataloguing what isn't. Where someone is stuck in a story about themselves that's too small and too old, I use narrative approaches rooted in social cognition research: how the stories we tell shape what we believe is possible. And where anxiety is showing up in the body and getting in the way before the thinking even starts, I bring somatic and nervous system regulation techniques grounded in how the body and brain communicate under stress. I choose the approach for the person and the problem, not the other way around.

As a facilitator, I bring fifteen years of experience designing sessions for organisations at the moments that matter. Strategy launches, culture resets, large scale events where different teams are meeting each other for the first time. My practice draws on play-based approaches from the #play14 movement and the interaction patterns of Liberating Structures, which means the session design is built around making sure every voice shapes the outcome, not just the loudest ones in the room. No generic icebreakers. Every session is built from scratch around your specific objectives, your people, and what you need to walk away with.